The people actually doing a process a new way are at the frontline of change. They are the ones who must enforce new processed with internal customers, manage changes with suppliers, or work with customers to educate them about the new and improved methods.
Working at the frontline of change can be physically challenging, as it often demands long hours during the adjustment period, but it can also be emotionally draining.
One of the most important things a leader can do is to be physically present at the frontline of change after an improvement is made. There is no substitute for seeing things with one’s own eyes. Seeing problems firsthand makes a leader more likely to devote the resources to solve it. Change will wither on the vine if there is no effort to sustain it through some sort of controlput in place.